Archived: 1 Southdowns View

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• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider made sure people’s care and treatment was effective by assessing and reviewing their health, care, well-being and communication needs with them. Care needs assessments were carried out prior to starting new care packages, the registered managermet with people and their relatives to discuss their needs and agree suitable call times. People told us, “I would highly recommend them, and I feel that they already provide a wonderful service that is excellent and cannot fault any aspect of the care provided." One relative told us, “Their care is reviewed by the manager on a regular basis and changes made when required and I am very involved with any decisions made in relation to their care plan."

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. Where needed the deputy manager told us that any specific care delivery is recorded in people’s care plans for staff to follow, for example guidelines around pressure damage issued by community nurses. People had support with their nutrition and hydration, such as support to prepare meals and drinks for between care calls. One relative told us, “They have a good understanding of dementia and the challenges of the condition." Another relative told us, “They have a pressure cushion on the sofa where they sit, and the carers are very particular about checking them to ensure they have no sores and apply cream."

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services. The management team gave examples of working with community professionals such as social workers, local authority and community health professionals. One relative told us, “They trust their carers and feels comfortable with them due to the excellent continuity of care from the same people." Another relative told us, “They all work together as a team, and I am very happy with the care provided."

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. The management team told us how staff encourage people to make healthy choices. For example, for one person living with dementia, staff prepare finger food for them, which was easier for them to eat and enjoy. One person told us, “They are keeping me mobile." A relative told us, “The carers are very astute and noticed that [name] was not eating so much, so they now give a softer diet that they can manage better."

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. People’s goals and outcomes were discussed and recorded in their care plans. For example, one person has a goal to improve their mobility. The registered manager had offered her a free lunch at a café she used to visit to encourage her to walk there. The person had engaged with this and was keen to reach this goal. One person told us, “I have terrible balance, so they keep an eye on me." One relative said, “They will ring me if they have concerns that they may have a urine infection as their behaviour changes." Another relative told us, “Over the last few months as their health has deteriorated the carers are now preparing food as they were losing weight, so the care plan was updated."

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The MCA requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. The management team told us how they had support and guidance from the local authority around mental capacity assessments. People’s capacity was recorded in their care plans, along with guidance for staff on how to obtain consent. One person told us, “When care was first provided a care plan was discussed, needs identified and mutually agreed." Another person told us, “They will help me choose my clothes and take into consideration what the weather is like."